DYNAMICS OF LEADERSHIP

PERFORMANCE LEADERSHIP

Group members:

HASAN SYUKRI MPPA141263

NORARBAIYAH YAACOB PPP143088
NUSAILA BINTI JOHARI PPP143092
SITI RAWDHOH BINTI MOHD YUSOF PPP153007
TONO BIN HASSAN PPP143091
 LEADERSHIP

A process by which an individual influences a group of individuals

to achieve common goals
PERFORMANCE LEADERSHIP
Is a systematic leadership and aims toward achieving high
performance on organisation, team and individual.
PERFORMANCE LEADERSHIP
SYSTEM

PEOPLE
DEVELOPMENT

ORGANIZATIONAL
KNOWLEDGE DEVELOPMENT

SYSTEM
 SIX TRAITS OF LEADERS

Drive Desire to Integrity

Lead

Self- Intelligenc Job-

Confidence e relevant
Knowledge
SIX TRAITS OF LEADERS
Leaders exhibit a high effort level. They
have a relatively high desire for
Drive achievement, have a lot of energy, show
initiative, and theyre persistent in their
activities

Leaders have a strong desire to influence

and lead others, they demonstrate the
Desire
to Lead willingness to take responsibility
SIX TRAITS OF LEADERS
Leaders build trusting relationship
between themselves and followers by
Integrity
being truthful and by showing consistency
between word and deed

Followers look to leaders for an absence of

Self- self-doubt. Leaders, therefore, need to
Confidenc show self-confidence in order to convince
e followers of the rightness of goals and
decisions
SIX TRAITS OF LEADERS
Leaders need to be intelligent enough to
Intelligence gather, synthesize, and interpret large
amounts of information; and to be able
create visions, solve problem, and make
correct decisions

Effective leaders have a high degree of

Job- knowledge about the company, industry,
Relevant and technical matters. In-depth
Knowledg knowledge allows leaders to make well-
e informed decisions and to understand the
implications of those decisions.
LEADERSHIP
QUALITIES
LEADERSHIP QUALITIES
-HUMILITY -INTEGRITY
-TAKE RISK -DECISIVENESS
-TEAMWORK -SELF-KNOWLEDGE
-PASSION -CONVICTION
-HONESTY -DEDICATION
-CONFIDENCE -COMMITMENT
-CREATIVITY -POSITIVE ATTITUDE
-INTUITION -ABILITY TO INSPIRE
-CHARACTER -COMMUNICATION
-COMPETENT -LOOKING FORWARD
-INSPIRING -INTELLIGENT
LEADERSHIP QUALITIES
Top 10 qualities that make a great leader

VISION
MAKE DECISIONS
Leaders have a clear sense
Leaders arent afraid to make
of where they want to go and
difficult or unpopular decisions
how they intend to get there.
because they have confidence in
They see the big picture,
themselves and in their abilities.
then create a plan for
They know that indecision wastes
achieving their goals
resources and opportunities

TAKE RISKS
Leaders have the courage to act in situations where results arent
assured. They willing to risk failure
LEADERSHIP QUALITIES
EFFECTIVE MOTIVATION
COMMUNICATION Leaders can articulate their
Leaders can convey their vision and ideals to others,
ideas to diverse convincing them of the value
individuals and adjust of their idea. They can
their styles to meet the inspire people to work
needs of the people they toward common goals and to
lead achieve things they never
thought they could do
KNOW YOURSELF
Leaders know their own
HELP OTHERS
strengths and weaknesses
SUCCEED
and are able to view their
Leaders empower
behavior objectively. They
others and go out of
recognize their
their way to help them
shortcomings, open
achieve their full
themselves to feedback, and
potential, thereby
are willing to make changes
benefiting to
when necessary
organization
LEADERSHIP QUALITIES

BUILD TEAMS LEARN

Leaders create productive LIFELONG
teams that draw the best Leaders have a
from people. They effectively desire to
coach teams in collaboration, continually learn
consensus building, and and grow and are
conflict resolution open to new
ideas

INTEGRITY
Leaders must be trustworthy before others will follow them. The
qualities that establish trust are competence, constancy, caring,
candor, and congruity, which he defines as authenticity, reliability,
and feeling comfortable with oneself
High Performance Leadership
System
 Articulate the Organizations Mission

Mission Statements
The mission statement of an
organization is normally short, to the
point, and contains the following
elements:
Provides a concise statement of why the
organization exists, and what it is to
achieve;
States the purpose and identity of the
organization;
Defines the institution's values and
philosophy; and
Describes how the organization will serve
Examples of Vision Statements
Identify the Organizations Most
Consequential Performance Deficit

INPUT PROCE OUTP OUTCO

S SSES UTS MES
Establish a Specific Performance Target

An input performance target.

A process performance target

An output performance target

Establish a Specific Performance Target

An input performance target.

A process performance target

An output performance target

Clarify Your Theoretical Link between Target and
Mission

By achieving the target, the

organization should further its mission.
Otherwise the leadership team would
not have chosen to focus on the related
performance deficit or have selected this
as its next target. Still, the leaders need
to make this connection very clear. They
need to define (for themselves
individually, at least, and perhaps
collectively) a mental model that
explains how meeting the target will
help accomplish the mission. In some
circumstances, the causal connection
will be obvious.
Elements of High Performing Leadership

Create
Vision

Motivate Build Teams

Followers High
Performi
ng
Leadersh
ip

Develop People
Allocate Tasks
Leader as Vision Creator

Creating Setting
Vision Goals

Monitoring
Developing
Action Plan
Action Plan
Execution
 Leader as Team Builder

CULTIVATE A COHESIVE TEAM

PROMOTE TEAM PROBLEM SOLVING

Be Loyal To Your Members

HELP MEMBERS TO MANAGE AND LEARN FROM THEIR

CHALLENGES

CARE ABOUT YOUR MEMBERS

 Leader as Task Allocator

Leaders get things done through people..

Tasks

Result
Leaders

People

Effective leaders, therefore, need to understand the value of

allocating tasks or delegating and know how to do it
Steps to Delegate Effectively

Monitor
Results
Inform
Others
Allow the that
Employee Delegatio
Specify to
the n has
Clarify the Participate Occurred
Employee
Assignme s Range of
nt Discretion
 Leader as People Developer
Employee
Development
and
Learning Plan
The plan is the outcome of one or
more discussion sessions that
address:
the employee's and manager's
perspective on the employee's
effectiveness in her current role
mutual suggestions for increasing
impact in the current role
is a formal contract between a leader and an
employee that identifies specific development
activities that link the employee's interests and
skills to organizational needs.
Things to consider in designing Development
Plan :
Identify the core competencies for every
level of employee in the organization.
Understands that each person learns
differently and that employees need to have
tailored learning plans that suit their learning
styles.
 Leader as Motivator Stimulator

People feel more motivated to work

hard when theyre inspired to
Collaboration
cooperate, when they have an
opportunity to help one another
succeed
People feel more motivated to work
Content hard when they understand how their
work add value to the organization

People feel more motivated to work

Choice hard when they feel empowered to
make decisions about their work
What Do Followers Need In Order To Perform

Know what is
expected

ss
ce
To be motivated
c
Su
Capable
achieving what is
expected
 Maintain Good Relationship

Invite
people to
Be get Tell people
persiste involved about
nt. yourself

Enjoy Ask
people people
Good questions
Relationship

Accept
Build people the
relationships way they
one at a time are
Be friendly Go to
and make a places and
connection do things
CONCLUSIO
N

Organizati
on
Performan
ce
Leadershi
Leader pFollower
 CONCLUSI
ON
The leader who are perceived to
demonstrate strong leadership
behaviours will be seen as engaging in
increasing the employees
performance.

The leaders can adjust their

behaviours in practical ways to
enhance subordinates job
performance(follower),thereby reaping
increased productivity for their